Fast Strategy
•Download as KEY, PDF•
0 likes•321 views
The document discusses the concepts of strategic agility, sensitivity, foresight, and insight. It emphasizes collecting internal intelligence, developing collective commitment among leadership, and fluidly sharing resources. Successfully implementing a fast strategy requires being connected internally and externally, relying on experiments, and fostering open strategic dialogue and mobility among top management.
Report
Share
Report
Share
Recommended
Storytelling for corporate change
Corporate storytelling can help bridge the gap between senior managers' strategic visions and workforce delivery of strategic goals. Stories have the power to motivate and inspire loyalty during periods of change when rational approaches are less effective. A corporate story is a narrative that instructs an audience and creates a memorable message to paint a compelling picture of the future, address current problems, and enable career advancement as organizations work to implement transformational change across all levels of staff.
Strategic Leadership Defined
Strategic leadership involves both art and discipline. The art of strategic leadership is creative thinking, envisioning alternative futures, and considering various scenarios. The discipline is having the courage to make decisions, implement policies, and influence others to achieve a shared vision. Strategic leaders think broadly and have impacts that last over long periods of time, often through significant organizational change. They drive organizations to thrive in the long term. For organizations to be strategic, they must continually assess where they are, understand their mission and vision, learn how to achieve their goals, plan strategies, implement tactics, and check their progress. Strategic leadership is a learning process that everyone in an organization contributes to, not just those at the top.
Ken haycock et al strategic thinking in library leadership & management 2012
This document discusses strategic thinking and strategic planning. It defines strategic thinking as a creative, divergent thought process focused on developing a vision for the future, while strategic planning is a more systematic, convergent process of developing goals and plans. Strategic thinking considers possibilities and opportunities, while planning focuses on analyzing the current situation. The document also examines models of strategic thinking, the relationship between thinking and leadership, and how strategic thinking can help organizations address problems creatively.
Strategy is alive and well... and living in UNCERTAINTY
Many people claim that strategy is dead - overcome by the conditions of change and uncertainty. They prefer agility and quick response. But the obituary for strategy is premature - and is based on a series of false assumptions about strategy.
We outline how strategy is both necessary and valuable in conditions of uncertainty and change.
Crowdsourcing:Social Strategy
This document discusses crowdsourcing as a tool for strategic planning. It notes that traditional strategic plans developed behind closed doors often sit collecting dust and fail to convey changes needed in the organization. Crowdsourcing, which involves outsourcing tasks to a large group, provides an opportunity to open up strategic development to all stakeholders. Examples are given of companies that used crowdsourcing for strategic planning, which improved quality, built enthusiasm and alignment, and led to increased creativity, accountability and commitment. The benefits of taking this approach are discussed.
Leadership strategy
The document discusses developing a leadership strategy for organizational success. It defines what a leadership strategy is and provides steps for creating one, including analyzing the business strategy to identify key drivers and their implications for leadership, assessing the current and desired future leadership states, and identifying gaps to focus the leadership strategy. The leadership strategy should specify the quantity, qualities, skills/behaviors, collective capabilities, and culture needed for leaders to implement the business strategy.
Heidrick Strategic Talent Management2012[1]
The Head of Talent is a relatively new role emerging in companies to align business and talent strategies. Most Heads of Talent have been in their roles for 3 years on average and are still determining how to structure the role. They manage strategic challenges like globalization, skills gaps, and succession planning as well as operational issues. Heads of Talent typically oversee a small pool of around 150 top talent and aim to increase consistency in talent processes across business units while having limited direct authority.
6 Newsletter HR as rollout of strategy
This document discusses applying goal-action theory to organizations and human resource management. It argues that identifying and improving delivery of "ideal actions" that drive business goals can significantly improve performance outcomes. Within this framework, the role of strategic human resources is to partner with leaders to identify the most important ideal actions for each team and support delivering them to achieve organizational strategy and goals. The document suggests this refocuses HR from people management to focusing on the key behaviors that drive results.
Recommended
Storytelling for corporate change
Corporate storytelling can help bridge the gap between senior managers' strategic visions and workforce delivery of strategic goals. Stories have the power to motivate and inspire loyalty during periods of change when rational approaches are less effective. A corporate story is a narrative that instructs an audience and creates a memorable message to paint a compelling picture of the future, address current problems, and enable career advancement as organizations work to implement transformational change across all levels of staff.
Strategic Leadership Defined
Strategic leadership involves both art and discipline. The art of strategic leadership is creative thinking, envisioning alternative futures, and considering various scenarios. The discipline is having the courage to make decisions, implement policies, and influence others to achieve a shared vision. Strategic leaders think broadly and have impacts that last over long periods of time, often through significant organizational change. They drive organizations to thrive in the long term. For organizations to be strategic, they must continually assess where they are, understand their mission and vision, learn how to achieve their goals, plan strategies, implement tactics, and check their progress. Strategic leadership is a learning process that everyone in an organization contributes to, not just those at the top.
Ken haycock et al strategic thinking in library leadership & management 2012
This document discusses strategic thinking and strategic planning. It defines strategic thinking as a creative, divergent thought process focused on developing a vision for the future, while strategic planning is a more systematic, convergent process of developing goals and plans. Strategic thinking considers possibilities and opportunities, while planning focuses on analyzing the current situation. The document also examines models of strategic thinking, the relationship between thinking and leadership, and how strategic thinking can help organizations address problems creatively.
Strategy is alive and well... and living in UNCERTAINTY
Many people claim that strategy is dead - overcome by the conditions of change and uncertainty. They prefer agility and quick response. But the obituary for strategy is premature - and is based on a series of false assumptions about strategy.
We outline how strategy is both necessary and valuable in conditions of uncertainty and change.
Crowdsourcing:Social Strategy
This document discusses crowdsourcing as a tool for strategic planning. It notes that traditional strategic plans developed behind closed doors often sit collecting dust and fail to convey changes needed in the organization. Crowdsourcing, which involves outsourcing tasks to a large group, provides an opportunity to open up strategic development to all stakeholders. Examples are given of companies that used crowdsourcing for strategic planning, which improved quality, built enthusiasm and alignment, and led to increased creativity, accountability and commitment. The benefits of taking this approach are discussed.
Leadership strategy
The document discusses developing a leadership strategy for organizational success. It defines what a leadership strategy is and provides steps for creating one, including analyzing the business strategy to identify key drivers and their implications for leadership, assessing the current and desired future leadership states, and identifying gaps to focus the leadership strategy. The leadership strategy should specify the quantity, qualities, skills/behaviors, collective capabilities, and culture needed for leaders to implement the business strategy.
Heidrick Strategic Talent Management2012[1]
The Head of Talent is a relatively new role emerging in companies to align business and talent strategies. Most Heads of Talent have been in their roles for 3 years on average and are still determining how to structure the role. They manage strategic challenges like globalization, skills gaps, and succession planning as well as operational issues. Heads of Talent typically oversee a small pool of around 150 top talent and aim to increase consistency in talent processes across business units while having limited direct authority.
6 Newsletter HR as rollout of strategy
This document discusses applying goal-action theory to organizations and human resource management. It argues that identifying and improving delivery of "ideal actions" that drive business goals can significantly improve performance outcomes. Within this framework, the role of strategic human resources is to partner with leaders to identify the most important ideal actions for each team and support delivering them to achieve organizational strategy and goals. The document suggests this refocuses HR from people management to focusing on the key behaviors that drive results.
Gmb 6070 session 1 - may 9th (fil eminimizer)
The document discusses the role of strategic human resource management in business strategy. It defines strategic HRM as linking human resource functions with organizational strategic objectives to improve performance. It also discusses how HRM links into corporate strategy through environmental analysis, strategic formulation, implementation, and evaluation. Finally, it compares HRM and personnel management, noting that HRM is more strategic, proactive, and focuses on continuously developing the workforce, while personnel management is more reactive and routine.
Role of strategy in organization design wps office
Strategic direction plays an important role in organizational design. When an organization changes its strategy, it often requires changes to organizational design. For example, when Facebook added revenue generating activities like ads and online games, it needed to revamp its website and organizational structure to support these new strategic goals. Setting strategic direction involves analyzing strengths, weaknesses, opportunities, and threats. It also considers the organization's design as either a learning or efficiency-focused structure. The new strategic goals and direction then determine how the organization will be designed, including elements like departmentalization, work specialization, and centralization of authority. While design supports strategy, unexpected issues may require strategy or design adjustments. Consultants can help organizations navigate strategic and design changes
Succeed In A Turbulent Business Environment
The document discusses strategies for creating value and thriving in unpredictable environments. It advocates developing an agile organization that can capitalize on fleeting opportunities through superior positioning, resources, and identifying market gaps. The organization must surface assumptions, encourage new perspectives, and routinely introduce new revenue streams. Leaders should promote active inertia to drive flexible strategies and avoid a fixed lifecycle by pursuing multiple opportunities. Success relies more on preparation and luck than planning alone.
Strategic Literacy
The document discusses strategic literacy and how Tailwind helps organizations improve it. Strategic literacy refers to how well employees understand and align their work with an organization's strategy. Tailwind focuses on translating strategy clearly to individuals and aligning executives, managers and employees so that everyone is working towards the same goals. The document outlines Tailwind's approach for assessing strategic literacy, translating strategy to individuals, and getting "everyone on the same page".
Breaking down silos: a MODAL presentation
Here is the latest research on breaking down silos and improving collaboration from our recent MODAL event
Opinion frameworks for collaboration 1 0
Collaboration involves two or more people working together towards a common goal. While social collaboration platforms provide tools to facilitate collaboration, true collaboration is a human activity that depends on interpersonal skills and behaviors. To maximize the benefits of collaboration platforms, organizations must take a holistic approach that addresses personal development, organizational development, and use of collaboration technologies. A collaboration framework provides a roadmap to identify business benefits, align development interventions with platform deployment, and address common challenges through established best practices.
Elements of leadership part iii vision- delma joie magtubo
This document discusses vision statements and their importance for leadership. It defines a vision statement as answering the question "What will success look like?" and describes how a vision provides motivation by pursuing an image of success. A good vision is inspiring, exhilarating, competitive, original, unique, and helps prepare an organization for the future by reducing risk-taking. Benefits of a clear vision include motivating employees, clarifying long-term direction for executives, and representing integrity. Limitations can include a vision being too broad, uninspiring, indistinct, not forward-looking, or vague.
Organisational silos
Organizational silos occur when departments within an organization do not share information. This can be caused by a lack of cooperation and communication. Consequences of silos include reduced efficiency and morale. To address silos, an organization must create a unified vision, direct efforts towards common goals, measure progress, and encourage collaboration between departments. Breaking down silos improves outcomes like reducing production cycle times.
Remodeling Leadership
This document introduces the Leadership Maturity Model as an alternative to traditional leadership competency models. It discusses some of the limitations of competency models, which focus only on individual skills and attributes rather than broader organizational factors. The Leadership Maturity Model takes a more holistic view of leadership by also considering the organizational culture, industry, and other contextual elements that influence a leader's effectiveness. The document suggests competency models provide an incomplete picture and that developing skills alone is not sufficient without addressing other systemic factors.
Hrm
This document discusses strategic human resource management. It first defines strategic management as formulating, implementing, and evaluating cross-functional decisions to help an organization achieve its objectives. It then discusses strategic planning, including defining an organization's vision, mission, and analyzing strengths, weaknesses, opportunities, and threats. Finally, it discusses the roles of human resource management in strategic planning, formulation, execution, and developing employee competencies and behaviors through policies and practices to support organizational strategy.
Reach Peak Performance Through Employee Engagement
This document discusses how organizations can achieve peak performance through employee engagement. It presents research showing that engaged employees are more productive, profitable, and less likely to leave their employer. The key to engagement is ensuring employees feel aligned with the organization's strategy, customers, people and positive culture. The document recommends a 4-step process of surveying employees, diagnosing engagement issues, analyzing the data, and implementing solutions. Implementation involves both top-down commitment from senior leaders and bottom-up training of engagement teams to analyze data and create "Creative Spaces" where employees can drive positive change.
Ab Initio January 2012
We take immense pleasure in unveiling the inaugural issue of our newsletter, “Ab Initio”. The literal translation of this Latin term is “from the beginning”, rendering it an apt name for our newsletter, which is aimed at putting forth a fundamental perspective on topical management-related issues.
Value Of Alignment Overview
An introductory slide presentation I use to introduce the topic of strategic alignment and the tools available to measure and manage it.
High Performance Teams Brochure
In today’s complex, uncertain and ever-changing business environment, collaboration is an essential ingredient for success. In high performance organizations, collaboration across departments and functions also saves resources, identifies risks and generates opportunities.
Talented people work best in a team environment where enthusiasm and team spirit are high, ideas and information shared, and team members work together to accomplish common goals. The synergy that comes from high performance teams adds value to all – team members, customers and the organization.
The Strategic Thinking Manifesto
This document discusses common challenges that managers face with developing and executing strategy. It summarizes research that identified the top 10 strategy challenges faced by managers. The most commonly cited challenge is a lack of time to think strategically due to being overwhelmed with daily tasks. Other significant challenges include gaining commitment to the strategy from employees and establishing clear priorities. The document emphasizes the importance of strategic thinking and overcoming these challenges, as effective strategy is critical to business success and poor strategy can lead to prolonged underperformance or bankruptcy.
Essay engagement research edelman change
Engagement surveys are often misused and do not meaningfully engage or inform employees. They are frequently viewed as an end goal rather than an outcome, and are used to gauge morale rather than get feedback on management. However, when done properly as a referendum on leadership, they can provide valuable insights. Organizations should view engagement as a result of good management practices, and use surveys to identify gaps and drive real change, not just form committees. Responses should be taken seriously and followed up with action.
Dr. Sandra Reid at UNT on Strategy
This document discusses strategic thinking and contributions. It provides tips for being a strategic contributor, including using culture to align behavior with business outcomes, facilitating fast change, identifying problems central to strategy, and keeping employees connected to the marketplace. Quotes emphasize the importance of strategic thinking, shared vision, and knowing operations well. Strategic questions are proposed to create options, dig deeper, and empower others rather than elicit yes/no answers.
Reproductive Health Matters Medical Abortion Lafaurie Et Al
Women in Mexico, Colombia, Ecuador, and Peru chose medical abortion to avoid a more invasive surgical procedure. They viewed medical abortion as less painful and risky than surgery. Cost was also a factor, as medical abortion was generally less expensive than surgical abortion. While some women had negative experiences with pain or bleeding, most found the method acceptable. Psychosocial support was important, especially for vulnerable groups.
Tools for Business Decisions - Exercises 5
The document discusses exercises for a business decisions tools course. It includes:
- An exercise set due on March 1st with questions about facility building.
- A goal programming problem for a business school admission committee to admit at least 240 students with an average GMAT of 690 or higher and no more than 60% men.
- The goal programming formulation is shown minimizing deviations from the three goals and defining decision variables and constraints.
- The last slide mentions modeling nonlinear programming problems in Excel.
Tools for Business Decisions - Exercises 1
The document provides guidelines and examples for exercises in a business decisions tools course. It states that exercises are due each Monday and should be submitted with written responses rather than just printouts. It also provides contact information for course assistants who can help with exercises and Excel questions. Several sample cases are presented that involve using Excel to solve marketing research, product mix, and blending problems.
Example solutions to Exercise Set 5
1. The document describes a nonlinear optimization problem with two decision variables, x and y, and four terms in the objective function: x^2y, xy^3, y^3, and a constraint that x^2 + y^2 <= 150000.
2. The problem is solved from four different initial points, with the optimal solution being x=749.8703 and y=1125.065, achieving an objective value of 3.21E+12.
3. The optimal solution is found to be the same regardless of the initial starting point, demonstrating the problem has a single globally optimal solution.
More Related Content
What's hot
Gmb 6070 session 1 - may 9th (fil eminimizer)
The document discusses the role of strategic human resource management in business strategy. It defines strategic HRM as linking human resource functions with organizational strategic objectives to improve performance. It also discusses how HRM links into corporate strategy through environmental analysis, strategic formulation, implementation, and evaluation. Finally, it compares HRM and personnel management, noting that HRM is more strategic, proactive, and focuses on continuously developing the workforce, while personnel management is more reactive and routine.
Role of strategy in organization design wps office
Strategic direction plays an important role in organizational design. When an organization changes its strategy, it often requires changes to organizational design. For example, when Facebook added revenue generating activities like ads and online games, it needed to revamp its website and organizational structure to support these new strategic goals. Setting strategic direction involves analyzing strengths, weaknesses, opportunities, and threats. It also considers the organization's design as either a learning or efficiency-focused structure. The new strategic goals and direction then determine how the organization will be designed, including elements like departmentalization, work specialization, and centralization of authority. While design supports strategy, unexpected issues may require strategy or design adjustments. Consultants can help organizations navigate strategic and design changes
Succeed In A Turbulent Business Environment
The document discusses strategies for creating value and thriving in unpredictable environments. It advocates developing an agile organization that can capitalize on fleeting opportunities through superior positioning, resources, and identifying market gaps. The organization must surface assumptions, encourage new perspectives, and routinely introduce new revenue streams. Leaders should promote active inertia to drive flexible strategies and avoid a fixed lifecycle by pursuing multiple opportunities. Success relies more on preparation and luck than planning alone.
Strategic Literacy
The document discusses strategic literacy and how Tailwind helps organizations improve it. Strategic literacy refers to how well employees understand and align their work with an organization's strategy. Tailwind focuses on translating strategy clearly to individuals and aligning executives, managers and employees so that everyone is working towards the same goals. The document outlines Tailwind's approach for assessing strategic literacy, translating strategy to individuals, and getting "everyone on the same page".
Breaking down silos: a MODAL presentation
Here is the latest research on breaking down silos and improving collaboration from our recent MODAL event
Opinion frameworks for collaboration 1 0
Collaboration involves two or more people working together towards a common goal. While social collaboration platforms provide tools to facilitate collaboration, true collaboration is a human activity that depends on interpersonal skills and behaviors. To maximize the benefits of collaboration platforms, organizations must take a holistic approach that addresses personal development, organizational development, and use of collaboration technologies. A collaboration framework provides a roadmap to identify business benefits, align development interventions with platform deployment, and address common challenges through established best practices.
Elements of leadership part iii vision- delma joie magtubo
This document discusses vision statements and their importance for leadership. It defines a vision statement as answering the question "What will success look like?" and describes how a vision provides motivation by pursuing an image of success. A good vision is inspiring, exhilarating, competitive, original, unique, and helps prepare an organization for the future by reducing risk-taking. Benefits of a clear vision include motivating employees, clarifying long-term direction for executives, and representing integrity. Limitations can include a vision being too broad, uninspiring, indistinct, not forward-looking, or vague.
Organisational silos
Organizational silos occur when departments within an organization do not share information. This can be caused by a lack of cooperation and communication. Consequences of silos include reduced efficiency and morale. To address silos, an organization must create a unified vision, direct efforts towards common goals, measure progress, and encourage collaboration between departments. Breaking down silos improves outcomes like reducing production cycle times.
Remodeling Leadership
This document introduces the Leadership Maturity Model as an alternative to traditional leadership competency models. It discusses some of the limitations of competency models, which focus only on individual skills and attributes rather than broader organizational factors. The Leadership Maturity Model takes a more holistic view of leadership by also considering the organizational culture, industry, and other contextual elements that influence a leader's effectiveness. The document suggests competency models provide an incomplete picture and that developing skills alone is not sufficient without addressing other systemic factors.
Hrm
This document discusses strategic human resource management. It first defines strategic management as formulating, implementing, and evaluating cross-functional decisions to help an organization achieve its objectives. It then discusses strategic planning, including defining an organization's vision, mission, and analyzing strengths, weaknesses, opportunities, and threats. Finally, it discusses the roles of human resource management in strategic planning, formulation, execution, and developing employee competencies and behaviors through policies and practices to support organizational strategy.
Reach Peak Performance Through Employee Engagement
This document discusses how organizations can achieve peak performance through employee engagement. It presents research showing that engaged employees are more productive, profitable, and less likely to leave their employer. The key to engagement is ensuring employees feel aligned with the organization's strategy, customers, people and positive culture. The document recommends a 4-step process of surveying employees, diagnosing engagement issues, analyzing the data, and implementing solutions. Implementation involves both top-down commitment from senior leaders and bottom-up training of engagement teams to analyze data and create "Creative Spaces" where employees can drive positive change.
Ab Initio January 2012
We take immense pleasure in unveiling the inaugural issue of our newsletter, “Ab Initio”. The literal translation of this Latin term is “from the beginning”, rendering it an apt name for our newsletter, which is aimed at putting forth a fundamental perspective on topical management-related issues.
Value Of Alignment Overview
An introductory slide presentation I use to introduce the topic of strategic alignment and the tools available to measure and manage it.
High Performance Teams Brochure
In today’s complex, uncertain and ever-changing business environment, collaboration is an essential ingredient for success. In high performance organizations, collaboration across departments and functions also saves resources, identifies risks and generates opportunities.
Talented people work best in a team environment where enthusiasm and team spirit are high, ideas and information shared, and team members work together to accomplish common goals. The synergy that comes from high performance teams adds value to all – team members, customers and the organization.
The Strategic Thinking Manifesto
This document discusses common challenges that managers face with developing and executing strategy. It summarizes research that identified the top 10 strategy challenges faced by managers. The most commonly cited challenge is a lack of time to think strategically due to being overwhelmed with daily tasks. Other significant challenges include gaining commitment to the strategy from employees and establishing clear priorities. The document emphasizes the importance of strategic thinking and overcoming these challenges, as effective strategy is critical to business success and poor strategy can lead to prolonged underperformance or bankruptcy.
Essay engagement research edelman change
Engagement surveys are often misused and do not meaningfully engage or inform employees. They are frequently viewed as an end goal rather than an outcome, and are used to gauge morale rather than get feedback on management. However, when done properly as a referendum on leadership, they can provide valuable insights. Organizations should view engagement as a result of good management practices, and use surveys to identify gaps and drive real change, not just form committees. Responses should be taken seriously and followed up with action.
Dr. Sandra Reid at UNT on Strategy
This document discusses strategic thinking and contributions. It provides tips for being a strategic contributor, including using culture to align behavior with business outcomes, facilitating fast change, identifying problems central to strategy, and keeping employees connected to the marketplace. Quotes emphasize the importance of strategic thinking, shared vision, and knowing operations well. Strategic questions are proposed to create options, dig deeper, and empower others rather than elicit yes/no answers.
What's hot (17)
Role of strategy in organization design wps office
Role of strategy in organization design wps office
Elements of leadership part iii vision- delma joie magtubo
Elements of leadership part iii vision- delma joie magtubo
Reach Peak Performance Through Employee Engagement
Reach Peak Performance Through Employee Engagement
Viewers also liked
Reproductive Health Matters Medical Abortion Lafaurie Et Al
Women in Mexico, Colombia, Ecuador, and Peru chose medical abortion to avoid a more invasive surgical procedure. They viewed medical abortion as less painful and risky than surgery. Cost was also a factor, as medical abortion was generally less expensive than surgical abortion. While some women had negative experiences with pain or bleeding, most found the method acceptable. Psychosocial support was important, especially for vulnerable groups.
Tools for Business Decisions - Exercises 5
The document discusses exercises for a business decisions tools course. It includes:
- An exercise set due on March 1st with questions about facility building.
- A goal programming problem for a business school admission committee to admit at least 240 students with an average GMAT of 690 or higher and no more than 60% men.
- The goal programming formulation is shown minimizing deviations from the three goals and defining decision variables and constraints.
- The last slide mentions modeling nonlinear programming problems in Excel.
Tools for Business Decisions - Exercises 1
The document provides guidelines and examples for exercises in a business decisions tools course. It states that exercises are due each Monday and should be submitted with written responses rather than just printouts. It also provides contact information for course assistants who can help with exercises and Excel questions. Several sample cases are presented that involve using Excel to solve marketing research, product mix, and blending problems.
Example solutions to Exercise Set 5
1. The document describes a nonlinear optimization problem with two decision variables, x and y, and four terms in the objective function: x^2y, xy^3, y^3, and a constraint that x^2 + y^2 <= 150000.
2. The problem is solved from four different initial points, with the optimal solution being x=749.8703 and y=1125.065, achieving an objective value of 3.21E+12.
3. The optimal solution is found to be the same regardless of the initial starting point, demonstrating the problem has a single globally optimal solution.
Pieter Toor Veripos
Real-time tidal observation is possible using high-accuracy GPS positioning systems. VERIPOS has implemented this using their Ultra PPP system, which provides 10-20cm vertical accuracy. This allows correlation between GPS heights and tides after removing vessel motion effects. Two tidal estimates are provided - an "Ultra Tide" after 39 hours of averaging, and an instantaneous "Geoid Tide" based on the EGM96 geoid model. VERIPOS tidal estimates have been validated against predicted tides and tide gauges with standard deviations of 10-13cm. The method provides benefits over traditional tide gauges for applications like bathymetry and current prediction.
Feelings management estudio sobre los estados emocionales en las organizaciones
Este documento presenta el modelo Feelings Management para el estudio de los estados emocionales en las organizaciones. El modelo fue desarrollado por Javier Fernández Aguado y tiene como objetivo diagnosticar el estado emocional de una organización o equipo para alinear las emociones con los objetivos de la organización. El modelo va más allá de solo motivar a individuos y se enfoca en diagnosticar y mejorar las emociones colectivas de los equipos para mejorar el rendimiento organizacional.
Viewers also liked (7)
Reproductive Health Matters Medical Abortion Lafaurie Et Al
Reproductive Health Matters Medical Abortion Lafaurie Et Al
Feelings management estudio sobre los estados emocionales en las organizaciones
Feelings management estudio sobre los estados emocionales en las organizaciones
Similar to Fast Strategy
How agile is your process
This document summarizes key aspects of strategic agility based on research of leading companies. It finds that strategically agile companies demonstrate three enabling capabilities: strategic sensitivity through open strategy processes and alertness; leadership unity through mutual dependency and collaborative teamwork; and resource fluidity through dynamic resource allocation, modular structures and mobilizing people. Each capability is supported by specific management practices like purposeful dialogue, shared incentives, and values-based performance measures. True strategic agility requires attention to all three dimensions simultaneously rather than a piecemeal approach.
Organizational agility
The document discusses organizational agility and how it is required for businesses to survive and thrive in fast-changing markets. Organizational agility is defined as a company's ability to rapidly change or adapt in response to market changes. It allows companies to react successfully to new competitors, technologies, or sudden shifts. Organizational agility has dimensions like strategic sensitivity, collective commitment, and resource fluidity. It is driven by emotional, organizational, cognitive, and relational factors. The document emphasizes that most companies fail not by doing wrong things, but by continuing to do things that were once right for too long.
Ten Templates for Talent Management
The document provides 10 templates for simplifying talent management processes to make them more effective. Template 4 focuses on pinpointing priorities by identifying which roles are becoming more critical to the organization's future success and shifting competitive dynamics. This allows the organization to focus its talent management resources on developing people in the roles that matter most for the future, rather than spreading efforts too thinly across all roles. Identifying critical roles provides an opportunity for HR to connect with senior leadership on how the business is changing and the capabilities needed.
Ceo studies
The document discusses findings from IBM's 2012 CEO Study which involved interviews with over 1,700 global CEOs and leaders. The study found that CEOs believe technology will be the biggest driver of change for their organizations in the coming years, as it enables new ways of connecting employees, customers, and partners. To succeed in this environment, CEOs said their top priorities will be empowering employees through values, engaging customers as individuals, and amplifying innovation through partnerships.
Gbe03485 usen
This document summarizes the key findings of a study involving interviews with over 1,700 CEOs and senior public sector leaders from around the world. The study found that CEOs see technology as the biggest external force driving change in their organizations over the next 3-5 years. CEOs are creating more open and collaborative cultures to empower employees, engaging customers through deep insights and analytics, and extensively partnering to drive radical innovation. The document recommends that CEOs focus on three imperatives: empowering employees through shared values, engaging customers as individuals, and amplifying innovation through partnerships.
1
The document provides an introduction to management, including:
1. Definitions of management from Koontz and others focus on achieving goals through groups of people.
2. Management involves planning, organizing, staffing, leading, and controlling and differs from administration in scope and level.
3. Management can be viewed as a science, art, group, discipline, and activity and aims to efficiently use resources to achieve goals and improve standards of living.
Putting Leadership Back Into Strategy
The document summarizes key points about strategy from Godrej Group, a 115-year-old Indian business group. It discusses how Godrej is scripting its future through strategies like infusing young leadership, acquisitions, rebranding, and partnering with private equity. The group is focusing on linking performance to average cost of capital, encouraging autonomy, and defining its core businesses. It is differentiating through innovation, defining its purpose and values, and allowing younger people to take on more responsibility. The CEO is showing trust in younger leaders and empowering people throughout the organization to help put leadership back into Godrej's strategy.
The Path To Operational Excellence 5 Components Of Success
The document discusses operational excellence and provides a definition and framework. It argues that operational excellence must be strategically focused on areas where an organization can outperform competitors to provide competitive advantage. It emphasizes that leadership must select a tight focus area and guide implementation, and that operational excellence initiatives should align with strategic goals to ensure support and sustainability. The framework identifies five drivers of operational competitive advantage: safety, asset productivity, human capabilities, process excellence, and supply chain management.
Ibm global ceo study
In the next 3-5 years, social media will go from the least used customer engagement tactic to the second, surpassed only by face-to-face interaction.
IBM CEO Global Study 2012
IBM has released its Global CEO Study of more than 1,700 Chief Executive Officers from 64 countries and 18 industries worldwide. In the next 3-5 years, social media will go from the least used customer engagement tactic to the second, surpassed only by face-to-face interaction.
Heckelman - Developing an Integrated Human Capital Strategy
The document discusses developing an integrated human capital strategy, including defining human capital, the relationship between people and business strategy, and the business case for an integrated human capital strategy. It provides an overview of key components of a human capital strategy framework, including recruiting, developing, and retaining talent through the use of competencies, metrics, processes and tools. The foundation of the framework involves creating a competency model to identify the key knowledge, skills, behaviors and abilities needed for roles.
Twgc Overview Rev 5
This overview addresses business constants and our experience in applying these constants to increase enterprise value.
W232
The document describes an upcoming succession planning summit. The summit will take place from June 28-30 in Arlington, VA and will focus on developing effective succession plans. Over the course of two days, speakers will discuss how to create results-oriented succession plans, cultivate and retain employees, develop plans for varied workforces, and promote strong employer brands. Breakout sessions will cover topics like succession planning in difficult economies, incorporating employee feedback, common myths about succession planning, and using succession planning to create competitive organizations. Attendees can earn up to 15 CPE credits.
W232
The document provides information about an upcoming succession planning summit to be held from June 28-30, 2010 in Arlington, VA. The summit will focus on developing effective succession plans, cultivating and retaining employees, overcoming obstacles to succession planning, and promoting a strong employer brand. It includes an agenda for the three-day event with sessions on creating results-driven succession plans, using social media to strengthen plans, retaining top talent, and developing a strong employer brand. The summit aims to help participants enhance their organizations by aligning succession plans with goals and engaging employees in the process.
W232
The document provides information about an upcoming succession planning summit to be held from June 28-30, 2010 in Arlington, VA. The summit will focus on developing effective succession plans, cultivating and retaining employees, overcoming obstacles to succession planning, and promoting a strong employer brand. It includes an agenda for each day with sessions on topics like creating results-driven succession plans, using social media to strengthen plans, developing a strong employer brand, and retaining top employees. The summit aims to help participants enhance their organizations by aligning succession plans with goals and engaging all levels in the process.
W232
The document describes an upcoming succession planning summit. The summit will take place from June 28-30 in Arlington, VA and will focus on developing effective succession plans. Over the course of two days, speakers will discuss how to create results-oriented succession plans, cultivate and retain employees, develop plans for varied workforces, and promote strong employer brands. Breakout sessions will cover topics like succession planning in difficult economies, incorporating employee feedback, common myths about succession planning, and using succession planning to create competitive organizations. Attendees can earn up to 15 CPE credits.
Strategic Planning Business Service
This document outlines the steps for effective strategic planning. It discusses that strategic planning determines an organization's future success by identifying opportunities and required resources. The process involves developing a vision, mission, goals, and implementation plan. If done correctly, strategic planning creates higher motivation, commitment, and achievement within an organization. It provides a format for developing strategies, converting them into a business plan, and setting measurable goals to determine how the organization will achieve its desired future state.
W232
The 2010 HR Summit will be held June 28-30 in Arlington, VA. The summit will focus on succession planning and workforce management strategies to help organizations sustain knowledge and performance during turbulent economic times. Sessions over the three days will provide best practices for developing results-oriented HR departments, engaging employees, and attracting and retaining top talent. Attendees will learn how to create robust succession plans aligned with business goals and strengthen their employer brand. The summit offers 12 CPE credits and a post-conference workshop on building effective succession management processes.
Homi diagnosis & roadmap
This document introduces the Holignment Organisation Maturity Model, which provides a framework for assessing an organization's maturity across 13 dynamics and 15 phases of development. The model was developed by examining theories of learning and organizing them into hierarchical levels of increasing complexity. It offers a diagnostic tool to measure where an organization is functioning across different dimensions and provides a development path to guide interventions and sustainable growth. Applying the model provides a baseline, benchmarks progress, and aligns change efforts with business strategy to transform an organization in a systematic, engaged process.
Homi diagnosis & roadmap
This document describes the Holignment Organisation Maturity Model, which provides a framework for diagnosing and developing an organization's maturity. It involves 13 dynamics of development across 15 phases or levels of learning complexity. The model was created by integrating theories of learning and can measure how developed an organization is in different dimensions. It then provides a roadmap for guiding targeted interventions to systematically and sustainably improve the organization's functioning and move it to higher levels of maturity. The end goal is to help organizations achieve sustainable leadership and competitive advantage.
Similar to Fast Strategy (20)
The Path To Operational Excellence 5 Components Of Success
The Path To Operational Excellence 5 Components Of Success
Heckelman - Developing an Integrated Human Capital Strategy
Heckelman - Developing an Integrated Human Capital Strategy
Recently uploaded
欧洲杯投注-欧洲杯投注外围盘口-欧洲杯投注盘口app|【网址🎉ac22.net🎉】
【网址🎉ac22.net🎉】欧洲杯投注是体育博彩和在线赌场之一，得益于UKGC的三项许可。 成立之初是三名博彩公司将40家博彩商店的合并的结果，共同创建一家名为欧洲杯投注的公司。 欧洲杯投注在线赌场为游戏爱好者提供了300多种游戏，其中200多种老虎机，其他游戏包括二十一点，轮盘，真人荷官和真人赌场等。
Best Competitive Marble Pricing in Dubai - ☎ 9928909666
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
欧洲杯赌球-欧洲杯赌球买球官方官网-欧洲杯赌球比赛投注官网|【网址🎉ac55.net🎉】
【网址🎉ac55.net🎉】欧洲杯赌球是世界上历史最悠久的博彩公司之一。其历史可以追溯到十九世纪末，确切时间是1886年。这家英国公司拥有超过15000名员工，是博彩行业规模最大的公司。欧洲杯赌球是英国最受欢迎的实体博彩公司之一，其排名仅次于欧洲杯赌球，旗下2800家投注站遍布全英国。
The Most Inspiring Entrepreneurs to Follow in 2024.pdf
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
Discover the Beauty and Functionality of The Expert Remodeling Service
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
2022 Vintage Roman Numerals Men Rings
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
The Steadfast and Reliable Bull: Taurus Zodiac Sign
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
IMG_20240615_091110.pdf dpboss guessing
Satta matka fixx jodi panna all market dpboss matka guessing fixx panna jodi kalyan and all market game liss cover now 420 matka office mumbai maharashtra india fixx jodi panna
Call me 9040963354
WhatsApp 9040963354
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Industrial Tech SW: Category Renewal and Creation
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women Magazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
AI Transformation Playbook: Thinking AI-First for Your Business
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
TIMES BPO: Business Plan For Startup Industry
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
Recently uploaded (20)
Best Competitive Marble Pricing in Dubai - ☎ 9928909666
Best Competitive Marble Pricing in Dubai - ☎ 9928909666
The Most Inspiring Entrepreneurs to Follow in 2024.pdf
The Most Inspiring Entrepreneurs to Follow in 2024.pdf
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...
Discover the Beauty and Functionality of The Expert Remodeling Service
Discover the Beauty and Functionality of The Expert Remodeling Service
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
The Steadfast and Reliable Bull: Taurus Zodiac Sign
The Steadfast and Reliable Bull: Taurus Zodiac Sign
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women Magazine
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women Magazine
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...
Registered-Establishment-List-in-Uttarakhand-pdf.pdf
Registered-Establishment-List-in-Uttarakhand-pdf.pdf
AI Transformation Playbook: Thinking AI-First for Your Business
AI Transformation Playbook: Thinking AI-First for Your Business
Fast Strategy
- 1. FAST STRATEGY Chapters 2 and 3
- 2. Strategic agility STRATEGIC SENSITIVITY COLLECTIVE RESOURCE COMMITMENT FLUIDITY
- 3. Strategic sensitivity Strategic foresight vs. strategic insight Future is highly uncertain and it happens faster From sensing to making sense Internal connectivity & intelligence
- 5. Resource fluidity Imprisoned resources Not all resources are equally fluid Corporate brand vs. customer relationships The importance of modularity Strategic direction vs. organizational structure
- 6. IBM’s turnaround Playing the fast strategy game
- 7. Being connected to the world Being connected internally Insight-based Relying on business development experiments and strategic sensitivity corporate venturing Fostering an open strategic dialogue Collective Building an interdependent team at the top commitments by the CEO as first among equals Job rotation and top management renewal top management Freeing strategy from structure through an Resource fluidity in interdependent multidimensional organization Institutionalizing executive mobility in and out of the redeployment and core business sharing Lowering the center of gravity of the organization Leading and integrating through values